The Dominion. SATURDAY, MARCH 11, 1916. YOUNGER GENERALS

Dominion, Volume 9, Issue 2717, 11 March 1916, Page 4

The Dominion. SATURDAY, MARCH 11, 1916. YOUNGER GENERALS

—t "Old generals arc being got rid of and discrimination is exerciscd in the choice of their younger successors." This, according to a London newspaper, is one of the results of the appointment of Sib Douglas Haig to the command of the British Army in France and Flanders. "There is everywhere a tightening of discipline," _ we are tolcl, and already there is plenty of, evidence that the new leadership "is to make a very marked change in our conduct of the Western campaign." There seems to be a widespread feeling in Britain that in our choice of generals we have placed too much reliance on age and experience,, and that the value of youth and vigour has not been * adequately appreciated. Recent appointments have shown that the wisdom of placing moro responsibility on the shoulders of the younger men is now recognised. Sir Douglas Haig himself is only 54 years of ago, and is said to be "almost, if not '. qui'te, the, youngest officer—Frcnch, British, or German—who has commanded an army on tho Western front." Sik William Robertson, who recently succeeded Sir Archibald Murray as Chief of the Imperial General Staff, is only one year oldes than Sir Douglas Haig. The new system of promotion in tho Navy established by Lord Fisher has had the effect of placing comparatively young men in charge of the Fleet. The Commander-in-Chief, Sir . J oiin Jellicoe, ~is 57 years of age, while Admiral Beatty, tho hero of the Battle of Heligoland Bifjht, is only 45. In the Navy, promotion depends upon efficiency; seniority is a secondary consideration, In the days before Lord Fisher inaugurated his reforms, what -was known as "Buggins's turn" was the ruling principle. If Buggins was senior to a better man than Buggins, 'his seniority, with the heb of influential connections, secured "for Buggins the step up. Lord Fisher put an end to this sort of thing, ancl the efficiency of our -Navy is largely due to the system of promotion by merit and proved capacity which has since been in operation. It would not be fair to say that seniority has counted for more than efficicncy in the choice of our military leaders in tho present war. It 'is true that Lord French was over 60 years old when he was made Commander-in-Chief, but the whole Empire felt that he was the man for the position —the right man in the right, place. His appointment met with tho full approval of both the Army and the nation. But the war has now lasted over eighteen months, and it is felt that fullei; use should bo made of the younger men, who know war as it is and not as it was in the past— whose minds have not yet become stereotyped or traditionalised. Sir. Douglas Haig meets thess requirements himself, _ ancl he appears to be inclined to give preference to men in the primo of life in his choice of colleagues. The writer of a recent character sketch of Lord French's successor, remarks that Sir Douglas "beHeves in youth; he has no use for old 'motor-car' generals. Ho is fit, and he cxpccts others to be fit. By the time he is ready he will have such a fighting machine as has not been seen since A T apolcon commanded the armies of tho Republic." It is, of course, quite'impossible to fix and definite period of life as the age of efficiency for generals. Largo experience and sound judgment are as_ essential to the successful leadership of armies as physical fitness and mental alertness. The former qualities are, generally speaking, associated with age; the latter with youth. General Joffre is U'l yours old, aiid acvornl of the i German generals are well'over sixty,

It is also worth remembering in this connection that Blucher was 73 when he fought at Waterloo, and Moltke was seventy when he led the Germans to victory in their war with France in 1870. But on the whole the vcrdict of history is in favour of young generals. Alexander the Great was only thirty-three years old when death put an end to his splendid career of conquest. At the age of thirty Hannibal had twice defeated the Romans. The military genius of Napoleon was at its summit before he reaehed the age of forty. He was 52 when he died. Napoleon selected young men for the leadership of his armies. Soult attained the rank of general at 25, Ney at 27, Mui'.at at 28, Bernadotte at 30. Wellington was only 49. when he closed his military career by breaking the power of Napoleon at Waterloo. Olive fought the Battle of Plassey in his thirtysecond year, and Julius Charlemagne, William the Conqueror, Richard Ogeur de Lion, the Black Prince, Stonewall Jackson, Grant, and Sherman' were all men between 22 and 42 when they won the victories which made their'names famous. It is said that the majority of the British generals engaged in the present war are in the fifties and sixties. In support of the call for the younger men, Mr. Sidney Low, author of The Governance of England, states that, though there, have been a few important changes, we are still conducting the war with generals who acquired their reputation in the long years of peace, broken only by campaigns in Asia and Africa. He says that some of these elderly commanders have not succeeded in their task of coping with unaccustomed and exceedingly trying conditions, and he thinks sweeping changcs aro necessary if we want to make sure of success in the final'.stage of tho struggle. He goes on to say that "some of the older peace-trained generals have vindicated their appointments and may remain. Many others-should be retired, or relegated to less responsible duties, ancl younger soldiers—the men who are now brigadiers or colonels or majors, or even captains—should be promoted in their place."' Mr. Low points out that the qualities which lead to prpniotion in times of peace are not always the qualities that go to make a great leader in a,ctual war. A successful general must be something more than a student of tho textbooks, a sound administrator, fa military economist. He must have nerve, daring, an unerring judgment, the imagination to cqnceivo great strategic or tactical designs, and the energy to carry them into execution. He must bo. able to think rapidly, to find the right eourso by a kind of instinct amid a morass of confusion, io keep his head when all about him are losing theirs, to inspire his officers and men with an enthusiastic confidence in his own personality. These are rare and precious gifts, which do Jiot often reveal themselves in the examination-room or on the parade ground, or even in the manoeuvre field. War and war alone can prove tlieni. We would be ungrateful fiifteed if we ignored the fine services rendered by the older generals. during the early stages of the war." They played their part well. TBut many of the younger officers who have been fighting in France and Flanders ever since the Battle of Mons have proved their fitness in many a desperate encounter. They aro now in the prime of life, and their knowledge of the theory of war has been supplemented by eighteen months' experience on the battle-field. They are still young enough to readily assimilate new ideas and to adapt themselves to new conditions. The Suggestion that these men should be given greater opportunities has much to commend ft, and it is ■ well to know that Sir Douglas EAiG.is a firm believer in youth and fitness. He has already shown that he realises tho wisdom of making the best use of the men who are now at the very top of their fighting form. His leadership and organising powers will soon be put to the supreme tost.